FairPay is a proposed new approach to pricing digital goods and services that is centered on discovering each customer's perceived value through an ongoing dialog. It involves customers trying a product or service first before setting a "fair" price, and sellers then tracking whether that price seems fair. The goal is to foster win-win customer relationships through this continuous adaptation process, rather than relying solely on up-front set prices. The document discusses how FairPay aims to balance value, ability to pay, cost and profit through personalized value propositions and by engaging customers in a repeated game of value discovery.
*No longer latest version* Check for latest slides at https://www.slideshare.net/rreisman
Updated version of presentation on new revenue strategy for digital and other experience goods/services. As described in my book and presented in HBR, Journal of Revenue and Pricing Management, presented at MIT Enterprise Forum of NYC, Zuora Accelerate, Naples Forum on Service, ISSIP, and elsewhere.
Kohtaamossa uusi kestävän kehityksen toimikunta suunnitteli tulevaa työtään ja hahmottelivat päivityksiä kestävän kehityksen yhteiskuntasitoumukseen. Työpajan tuloksena syntyneet impulssit sitoumuksen päivittämiseksi löytyvät oheisilta kalvoilta.
Pankaj Lugani has over 8 years of experience in customer service roles. He has worked at Standard Chartered Securities India Limited, Mmodal India Limited, Waheguru Enterprises Pvt Ltd, and HSBC Invest Direct Securities India Limited in customer service and operations roles. His responsibilities have included resolving customer queries, generating reports, and placing orders. He has a Master's degree in Finance Management and is NSE and NISM certified.
Mohan is seeking a challenging position to utilize his skills and contribute to growth. He has over 7 years of experience in production planning and control at various manufacturing companies. His responsibilities include production planning, quality control, logistics management, and ensuring delivery performance. He has a Bachelor's degree in Mechanical Engineering and skills in CAD, SAP, and Microsoft Office. He also participated in a national CAD competition project focused on process improvement.
Dimensionamento preliminar de baterias de glp vazão de consumoCarlos Martins
Este documento descreve os passos para dimensionar preliminarmente baterias de GLP considerando a vazão de consumo. Primeiro, calcula-se a vazão total de um prédio de apartamentos considerando os aparelhos de cada unidade. Aplica-se um fator de simultaneidade para obter a vazão de cálculo. Em seguida, usando a densidade do GLP e a capacidade de vaporização dos cilindros, determina-se o número necessário de cilindros. No exemplo, para uma vazão de 6,49 m3/h são
Mis deberes y derechos como aprendiz senaAuri Romero
A partir de la lectura del Reglamento del Aprendiz, disponible en la sección de Material de Apoyo, usted deberá seleccionar dos de las situaciones expuestas y resolver el problema planteado según los lineamientos indicados en el reglamento
El documento describe la evolución de los discos duros desde el primero creado por IBM en 1956 con una capacidad de 5 MB hasta los modernos discos duros híbridos de estado sólido. Explica que los primeros discos duros eran grandes y lentos, pero que con el tiempo se hicieron más pequeños, rápidos y con mayor capacidad de almacenamiento. Finalmente, introduce los discos duros híbridos que combinan las ventajas de velocidad de los discos de estado sólido con la gran capacidad de los discos magné
*No longer latest version* Check for latest slides at https://www.slideshare.net/rreisman
Updated version of presentation on new revenue strategy for digital and other experience goods/services. As described in my book and presented in HBR, Journal of Revenue and Pricing Management, presented at MIT Enterprise Forum of NYC, Zuora Accelerate, Naples Forum on Service, ISSIP, and elsewhere.
Kohtaamossa uusi kestävän kehityksen toimikunta suunnitteli tulevaa työtään ja hahmottelivat päivityksiä kestävän kehityksen yhteiskuntasitoumukseen. Työpajan tuloksena syntyneet impulssit sitoumuksen päivittämiseksi löytyvät oheisilta kalvoilta.
Pankaj Lugani has over 8 years of experience in customer service roles. He has worked at Standard Chartered Securities India Limited, Mmodal India Limited, Waheguru Enterprises Pvt Ltd, and HSBC Invest Direct Securities India Limited in customer service and operations roles. His responsibilities have included resolving customer queries, generating reports, and placing orders. He has a Master's degree in Finance Management and is NSE and NISM certified.
Mohan is seeking a challenging position to utilize his skills and contribute to growth. He has over 7 years of experience in production planning and control at various manufacturing companies. His responsibilities include production planning, quality control, logistics management, and ensuring delivery performance. He has a Bachelor's degree in Mechanical Engineering and skills in CAD, SAP, and Microsoft Office. He also participated in a national CAD competition project focused on process improvement.
Dimensionamento preliminar de baterias de glp vazão de consumoCarlos Martins
Este documento descreve os passos para dimensionar preliminarmente baterias de GLP considerando a vazão de consumo. Primeiro, calcula-se a vazão total de um prédio de apartamentos considerando os aparelhos de cada unidade. Aplica-se um fator de simultaneidade para obter a vazão de cálculo. Em seguida, usando a densidade do GLP e a capacidade de vaporização dos cilindros, determina-se o número necessário de cilindros. No exemplo, para uma vazão de 6,49 m3/h são
Mis deberes y derechos como aprendiz senaAuri Romero
A partir de la lectura del Reglamento del Aprendiz, disponible en la sección de Material de Apoyo, usted deberá seleccionar dos de las situaciones expuestas y resolver el problema planteado según los lineamientos indicados en el reglamento
El documento describe la evolución de los discos duros desde el primero creado por IBM en 1956 con una capacidad de 5 MB hasta los modernos discos duros híbridos de estado sólido. Explica que los primeros discos duros eran grandes y lentos, pero que con el tiempo se hicieron más pequeños, rápidos y con mayor capacidad de almacenamiento. Finalmente, introduce los discos duros híbridos que combinan las ventajas de velocidad de los discos de estado sólido con la gran capacidad de los discos magné
This document provides guidance on research tools and databases for a Year 11 Modern History assignment on the Cold War. It outlines several online library catalogues and databases that students can use to find books and in-depth information, as they aim to conduct "deep" research beyond just Google. Specific databases recommended include the Encyclopedia Britannica, ANZRC, eLibrary, Library Webs, Questia School Database, and history databases available through the State Library of Queensland.
The document outlines job descriptions for three roles at Synergy Mission: Coordinators, Zonal Managers, and Field Officers. Coordinators will travel to target areas, communicate in local languages, meet with government and community leaders, conduct seminars, develop curriculum, analyze societal issues, foster innovation, collect reports, and send monthly reports. Zonal Managers will similar travel, communicate, meet with leaders, conduct seminars, develop curriculum, analyze issues, foster innovation, collect field officer reports, and guide officers. Field Officers will work in revenue blocks, communicate in local languages, meet with government and community leaders, establish farmer clubs, educate farmers, analyze societal problems, foster innovation, and write weekly reports.
Open Educational Resources & Open Policy: Case StudiesBoyoung Chae
Everyone talks about OER Policy, but what does it mean? What do OER policies look like in practice? How do they impact OER initiatives? How does our government and our world perceive Open policy?
SBCTC invites you on a journey, one where you will explore different paths, each one reflecting on these questions through interviews with experts in various areas of OER.
These interviews are woven into a series of multimedia presentations on Open Education policy strategy, implementation, and vision.
The document discusses Nordic Bakery, a Scandinavian café and store located in London's Soho neighborhood. It describes Nordic Bakery's beautifully designed interior and how it attracts customers during lunch hours with its lovely coffee and historic cinnamon buns. The café offers a calm, modern Scandinavian space and high-quality coffee while satisfying customers' needs for good design and caffeine.
The document describes the services offered by Callbox, including social media marketing, online marketing, email marketing, search engine optimization, telemarketing, web design and development. Callbox has a database of over 45 million decision makers and offers lead generation, appointment setting, data verification and other services to help clients generate sales leads. The company provides software and reporting to help clients manage leads and track campaign performance.
This document proposes an adaptive approach called FairPay for pricing digital goods and services in a way that seeks win-win relationships with customers. FairPay would use data and predictive analytics to set personalized prices for each customer based on their perceived value and ability to pay, with the goal of fairly sharing economic value surplus between customers and providers. It suggests testing FairPay for news subscriptions by segmenting customers and offering different price tiers, trials, and premium options to foster engagement and reciprocity in the pricing relationship over time. The approach aims to change pricing logic from a focus on set prices to participative value exchanges that can increase profits, market reach and customer loyalty.
Reisman on FairPay Win-Win Relationships at ISSIP Speaker Series 10/14/15Teleshuttle Corporation
Reisman on FairPay Win-Win Relationships at ISSIP Speaker Series 10/14/15.
For future updates, find the latest slide deck at http://www.slideshare.net/rreisman/reisman-fairpay-overview.
Reisman FairPay Overview at CUNY Graduate School of Journalism 9-20-16Teleshuttle Corporation
Overview of this "visionary" approach to Adaptively Win-Win Customer Relationships, with emphasis on journalism and other content: Patron-izing Journalism -- Beyond Paywalls, Meters, and Membership
Updated version of presentation on new revenue strategy for digital and other experience goods/services. As described in my book and presented in HBR, at MIT Enterprise Forum of NYC, Zuora Accelerate, Naples Forum on Service, ISSIP, and elsewhere.
The document discusses new approaches to digital subscriptions and pricing models that focus on reducing consumer risk and building long-term customer relationships. It proposes that subscriptions should be "risk-free" to consumers by basing pricing on actual usage and value received rather than flat fees. This "FairPay" approach would set prices after usage to gain more information on value, reduce consumer risk aversion, and attract more loyal customers over time. The document outlines how FairPay could work through various pricing approaches like post-bundling and involve both sellers and buyers in pricing decisions. The goal is to shift from one-time transactions to ongoing customer relationships in the "Relationship Economy" through cooperative pricing models.
NYCML19 Reisman Workshop - "21st Century Relationships, Value Propositions, a...Teleshuttle Corporation
As presented at NYC Media Lab 2019 Summit:
This workshop is an exploratory “think tank” workshop on future directions in Customer Relationships, Value Propositions, and Pricing. Participants will learn to see through presumptions now obsoleted by the new economics of digital content and services. Participants will be shown a promising architecture for a new logic that includes “risk-free subscriptions” (as a pay-ramp rather than a pay-wall), and that customizes prices based on value. We will explore how to chart a strategic path that rethinks conventional approaches and points to incremental steps toward a deepening transformation. This workshop relates to the “relationship economy” in which recurring revenue, subscription, and membership models are becoming mainstream, all driven by the win-win potential of the “post-scarcity” economics of digital media. It will draw on AI, machine learning, and operationalizing ethics in business models.
NYCML18 Reisman Workshop - "21st Century Relationships, Value Propositions, a...Teleshuttle Corporation
As presented at NYC Media Lab 2018 Summit:
This workshop is an exploratory “think tank” discussion on future directions in Customer Relationships, Value Propositions, and Pricing. Participants will learn to see through presumptions now obsoleted by the new economics of digital content and services -- and make that concrete with the example of one promising architecture for a new logic. From there we will explore in open discussion how to chart a strategic path that (1) rethinks conventional approaches and (2) points to incremental steps toward a deepening transformation. This workshop relates to AI/ML and ethics in business models, and the “relationship economy” in which recurring revenue, subscription, and membership models are becoming mainstream, all driven by the “post-scarcity” economics of digital.
Co-Pricing: Co-Creating Customer Value Through Dynamic Value PropositionsTeleshuttle Corporation
This document summarizes a presentation on co-pricing as a tool for co-creating customer value through dynamic value propositions. It discusses how value propositions play an important role in establishing expectations of value and can be designed using two-way learning between customers and suppliers. It proposes that co-pricing, where customers are involved in determining price based on their sense of relationship value, can provide insights into customer perceptions of value and help tailor value propositions. The presentation explores how the "FairPay" co-pricing model separates the sale from the price to remove risk discounts and allow customers to set a fair price after using a digital product or service. It concludes more research is needed on co-pricing models' impacts and their
The document discusses pricing as the fourth P of the marketing mix. It covers various topics related to pricing such as introduction to pricing, case studies, questions to consider in pricing, functions of price, setting the price, estimating demand, and estimating costs. The key steps in setting price include selecting the pricing objective, determining demand, estimating costs, analyzing competitors, selecting a pricing method, and selecting the final price.
The document discusses pricing as the fourth P of the marketing mix. It covers introduction to pricing, setting price, factors affecting price, and pricing strategies for different products. The key points are:
1) Pricing is one of the four Ps of marketing along with product, promotion, and place. It is the process of determining what a company will receive in exchange for its products.
2) Setting price involves determining pricing objectives, estimating demand and costs, analyzing competitors, selecting a pricing method, and determining the final price.
3) Price should achieve financial goals, fit market realities, and support product positioning. It is influenced by other marketing mix elements.
This document discusses key concepts in marketing management including:
1. It defines marketing as the process of planning, executing, and controlling the conception, pricing, promotion, and distribution of ideas, goods, and services to create exchanges that satisfy individual and organizational objectives.
2. It outlines several importance of marketing such as helping to raise standards of living, increasing employment opportunities, and increasing national income.
3. It discusses core concepts in marketing including needs and wants, products, value and satisfaction, exchange and transactions, relationships and networks, markets, and marketers and prospects.
This document discusses core marketing concepts including needs, wants, demands, and the process of converting needs to wants and demands. It defines products as anything that can satisfy a need or want. The concepts of value, cost, and customer satisfaction are explained. The document also discusses the marketing myopia of focusing too narrowly on products rather than customer needs. It introduces the concepts of exchange and transactions in marketing and defines markets as groups of potential buyers.
This document provides an overview of key concepts in marketing management from the textbook "Marketing Management" by Dawn Iacobucci. It discusses what marketing is, the exchange between customers and companies, orientations like product and customer-oriented strategies. It also covers the marketing framework including performing a situational analysis using the 5Cs of customers, company, context, collaborators, and competitors, as well as strategic marketing planning using segmentation, targeting, and positioning (STP) and the 4Ps of product, price, place, and promotion. Finally, it discusses different types of products and buying processes for consumer and business products.
Reisman on FairPay at MITEF "Better Strategies for Monetizing Digital Offerin...Teleshuttle Corporation
(SEE UPDATE AND VIDEO*) FairPay presentation by Richard Reisman, Teleshuttle Coprporation at MIT Enterprise Forum of NYC "Better Strategies for Monetizing Digital Offerings" 12/1/11.
*FOR A MORE CURRENT VERSION OF SIMILAR PRESENTATION, SEE
Reisman FairPay Overview -- Adaptive Win-Win Relationships / Revenue Strategy - Latest Version
http://www.slideshare.net/rreisman/reisman-fairpay-overview
FOR VIDEO SEE
http://www.fairpayzone.com/p/blog-page_14.html
This document provides guidance on research tools and databases for a Year 11 Modern History assignment on the Cold War. It outlines several online library catalogues and databases that students can use to find books and in-depth information, as they aim to conduct "deep" research beyond just Google. Specific databases recommended include the Encyclopedia Britannica, ANZRC, eLibrary, Library Webs, Questia School Database, and history databases available through the State Library of Queensland.
The document outlines job descriptions for three roles at Synergy Mission: Coordinators, Zonal Managers, and Field Officers. Coordinators will travel to target areas, communicate in local languages, meet with government and community leaders, conduct seminars, develop curriculum, analyze societal issues, foster innovation, collect reports, and send monthly reports. Zonal Managers will similar travel, communicate, meet with leaders, conduct seminars, develop curriculum, analyze issues, foster innovation, collect field officer reports, and guide officers. Field Officers will work in revenue blocks, communicate in local languages, meet with government and community leaders, establish farmer clubs, educate farmers, analyze societal problems, foster innovation, and write weekly reports.
Open Educational Resources & Open Policy: Case StudiesBoyoung Chae
Everyone talks about OER Policy, but what does it mean? What do OER policies look like in practice? How do they impact OER initiatives? How does our government and our world perceive Open policy?
SBCTC invites you on a journey, one where you will explore different paths, each one reflecting on these questions through interviews with experts in various areas of OER.
These interviews are woven into a series of multimedia presentations on Open Education policy strategy, implementation, and vision.
The document discusses Nordic Bakery, a Scandinavian café and store located in London's Soho neighborhood. It describes Nordic Bakery's beautifully designed interior and how it attracts customers during lunch hours with its lovely coffee and historic cinnamon buns. The café offers a calm, modern Scandinavian space and high-quality coffee while satisfying customers' needs for good design and caffeine.
The document describes the services offered by Callbox, including social media marketing, online marketing, email marketing, search engine optimization, telemarketing, web design and development. Callbox has a database of over 45 million decision makers and offers lead generation, appointment setting, data verification and other services to help clients generate sales leads. The company provides software and reporting to help clients manage leads and track campaign performance.
This document proposes an adaptive approach called FairPay for pricing digital goods and services in a way that seeks win-win relationships with customers. FairPay would use data and predictive analytics to set personalized prices for each customer based on their perceived value and ability to pay, with the goal of fairly sharing economic value surplus between customers and providers. It suggests testing FairPay for news subscriptions by segmenting customers and offering different price tiers, trials, and premium options to foster engagement and reciprocity in the pricing relationship over time. The approach aims to change pricing logic from a focus on set prices to participative value exchanges that can increase profits, market reach and customer loyalty.
Reisman on FairPay Win-Win Relationships at ISSIP Speaker Series 10/14/15Teleshuttle Corporation
Reisman on FairPay Win-Win Relationships at ISSIP Speaker Series 10/14/15.
For future updates, find the latest slide deck at http://www.slideshare.net/rreisman/reisman-fairpay-overview.
Reisman FairPay Overview at CUNY Graduate School of Journalism 9-20-16Teleshuttle Corporation
Overview of this "visionary" approach to Adaptively Win-Win Customer Relationships, with emphasis on journalism and other content: Patron-izing Journalism -- Beyond Paywalls, Meters, and Membership
Updated version of presentation on new revenue strategy for digital and other experience goods/services. As described in my book and presented in HBR, at MIT Enterprise Forum of NYC, Zuora Accelerate, Naples Forum on Service, ISSIP, and elsewhere.
The document discusses new approaches to digital subscriptions and pricing models that focus on reducing consumer risk and building long-term customer relationships. It proposes that subscriptions should be "risk-free" to consumers by basing pricing on actual usage and value received rather than flat fees. This "FairPay" approach would set prices after usage to gain more information on value, reduce consumer risk aversion, and attract more loyal customers over time. The document outlines how FairPay could work through various pricing approaches like post-bundling and involve both sellers and buyers in pricing decisions. The goal is to shift from one-time transactions to ongoing customer relationships in the "Relationship Economy" through cooperative pricing models.
NYCML19 Reisman Workshop - "21st Century Relationships, Value Propositions, a...Teleshuttle Corporation
As presented at NYC Media Lab 2019 Summit:
This workshop is an exploratory “think tank” workshop on future directions in Customer Relationships, Value Propositions, and Pricing. Participants will learn to see through presumptions now obsoleted by the new economics of digital content and services. Participants will be shown a promising architecture for a new logic that includes “risk-free subscriptions” (as a pay-ramp rather than a pay-wall), and that customizes prices based on value. We will explore how to chart a strategic path that rethinks conventional approaches and points to incremental steps toward a deepening transformation. This workshop relates to the “relationship economy” in which recurring revenue, subscription, and membership models are becoming mainstream, all driven by the win-win potential of the “post-scarcity” economics of digital media. It will draw on AI, machine learning, and operationalizing ethics in business models.
NYCML18 Reisman Workshop - "21st Century Relationships, Value Propositions, a...Teleshuttle Corporation
As presented at NYC Media Lab 2018 Summit:
This workshop is an exploratory “think tank” discussion on future directions in Customer Relationships, Value Propositions, and Pricing. Participants will learn to see through presumptions now obsoleted by the new economics of digital content and services -- and make that concrete with the example of one promising architecture for a new logic. From there we will explore in open discussion how to chart a strategic path that (1) rethinks conventional approaches and (2) points to incremental steps toward a deepening transformation. This workshop relates to AI/ML and ethics in business models, and the “relationship economy” in which recurring revenue, subscription, and membership models are becoming mainstream, all driven by the “post-scarcity” economics of digital.
Co-Pricing: Co-Creating Customer Value Through Dynamic Value PropositionsTeleshuttle Corporation
This document summarizes a presentation on co-pricing as a tool for co-creating customer value through dynamic value propositions. It discusses how value propositions play an important role in establishing expectations of value and can be designed using two-way learning between customers and suppliers. It proposes that co-pricing, where customers are involved in determining price based on their sense of relationship value, can provide insights into customer perceptions of value and help tailor value propositions. The presentation explores how the "FairPay" co-pricing model separates the sale from the price to remove risk discounts and allow customers to set a fair price after using a digital product or service. It concludes more research is needed on co-pricing models' impacts and their
The document discusses pricing as the fourth P of the marketing mix. It covers various topics related to pricing such as introduction to pricing, case studies, questions to consider in pricing, functions of price, setting the price, estimating demand, and estimating costs. The key steps in setting price include selecting the pricing objective, determining demand, estimating costs, analyzing competitors, selecting a pricing method, and selecting the final price.
The document discusses pricing as the fourth P of the marketing mix. It covers introduction to pricing, setting price, factors affecting price, and pricing strategies for different products. The key points are:
1) Pricing is one of the four Ps of marketing along with product, promotion, and place. It is the process of determining what a company will receive in exchange for its products.
2) Setting price involves determining pricing objectives, estimating demand and costs, analyzing competitors, selecting a pricing method, and determining the final price.
3) Price should achieve financial goals, fit market realities, and support product positioning. It is influenced by other marketing mix elements.
This document discusses key concepts in marketing management including:
1. It defines marketing as the process of planning, executing, and controlling the conception, pricing, promotion, and distribution of ideas, goods, and services to create exchanges that satisfy individual and organizational objectives.
2. It outlines several importance of marketing such as helping to raise standards of living, increasing employment opportunities, and increasing national income.
3. It discusses core concepts in marketing including needs and wants, products, value and satisfaction, exchange and transactions, relationships and networks, markets, and marketers and prospects.
This document discusses core marketing concepts including needs, wants, demands, and the process of converting needs to wants and demands. It defines products as anything that can satisfy a need or want. The concepts of value, cost, and customer satisfaction are explained. The document also discusses the marketing myopia of focusing too narrowly on products rather than customer needs. It introduces the concepts of exchange and transactions in marketing and defines markets as groups of potential buyers.
This document provides an overview of key concepts in marketing management from the textbook "Marketing Management" by Dawn Iacobucci. It discusses what marketing is, the exchange between customers and companies, orientations like product and customer-oriented strategies. It also covers the marketing framework including performing a situational analysis using the 5Cs of customers, company, context, collaborators, and competitors, as well as strategic marketing planning using segmentation, targeting, and positioning (STP) and the 4Ps of product, price, place, and promotion. Finally, it discusses different types of products and buying processes for consumer and business products.
Reisman on FairPay at MITEF "Better Strategies for Monetizing Digital Offerin...Teleshuttle Corporation
(SEE UPDATE AND VIDEO*) FairPay presentation by Richard Reisman, Teleshuttle Coprporation at MIT Enterprise Forum of NYC "Better Strategies for Monetizing Digital Offerings" 12/1/11.
*FOR A MORE CURRENT VERSION OF SIMILAR PRESENTATION, SEE
Reisman FairPay Overview -- Adaptive Win-Win Relationships / Revenue Strategy - Latest Version
http://www.slideshare.net/rreisman/reisman-fairpay-overview
FOR VIDEO SEE
http://www.fairpayzone.com/p/blog-page_14.html
Business Model Canvas: Developing and Testing the Business ConceptTim R. Holcomb, Ph.D.
"Business Model Canvas: Developing and Testing the Business Concept" provides an overview of value creation and value capture concepts and introduces the basic framework of Ash Maurya's Lean Business Model Canvas template.
This document provides an overview of identifying and evaluating marketing opportunities. It discusses key marketing concepts like value, customer satisfaction, exchange and transaction. It also covers analyzing market information to identify opportunities, researching new markets, and taking an entrepreneurial approach to developing ideas into marketing opportunities. The document emphasizes exploring innovation and being alert to new opportunities.
MITEF-NYC-111201-Better Strategies Monetizing Digital - Richard Reismaneaquiroz
This document discusses new strategies for monetizing digital offerings through a concept called FairPay. FairPay allows customers to name their own price for a product after a trial period, within a "FairPay zone" established by the seller. It aims to discover customers' true willingness to pay through dynamic pricing that tracks value over time. FairPay could help sellers maximize profits through price discrimination and expand their markets. It also gives buyers more control and engagement in the pricing process. The document outlines how FairPay might work, potential business uses, and technical requirements for implementation.
Billions and Billions: Machines, Algorithms, and Growing Business in Programa...MediaMath
Ari Buchalter, MediaMath COO, presented "Billions and Billions: Machines, Algorithms, and Growing Business in Programamtic Markets" at ATS New York, November 2014.
Innovation Strategy & Mangement Final Project V1.5coleyperry
The document discusses issues with the current B2B sales process and proposes viewing it as a complex adaptive system to drive more innovation. It suggests using a horizon-based portfolio management approach to prioritize customers and focus resources. Implementing these ideas could help sales organizations better understand their business systems and adapt to provide more value for customers.
Similar to Reisman FairPay Overview -- Adaptive Win-Win Relationships / Revenue Strategy - Latest Version (20)
How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....Lacey Max
“After being the most listed dog breed in the United States for 31
years in a row, the Labrador Retriever has dropped to second place
in the American Kennel Club's annual survey of the country's most
popular canines. The French Bulldog is the new top dog in the
United States as of 2022. The stylish puppy has ascended the
rankings in rapid time despite having health concerns and limited
color choices.”
Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
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Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
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Starting a business is like embarking on an unpredictable adventure. It’s a journey filled with highs and lows, victories and defeats. But what if I told you that those setbacks and failures could be the very stepping stones that lead you to fortune? Let’s explore how resilience, adaptability, and strategic thinking can transform adversity into opportunity.
𝐔𝐧𝐯𝐞𝐢𝐥 𝐭𝐡𝐞 𝐅𝐮𝐭𝐮𝐫𝐞 𝐨𝐟 𝐄𝐧𝐞𝐫𝐠𝐲 𝐄𝐟𝐟𝐢𝐜𝐢𝐞𝐧𝐜𝐲 𝐰𝐢𝐭𝐡 𝐍𝐄𝐖𝐍𝐓𝐈𝐃𝐄’𝐬 𝐋𝐚𝐭𝐞𝐬𝐭 𝐎𝐟𝐟𝐞𝐫𝐢𝐧𝐠𝐬
Explore the details in our newly released product manual, which showcases NEWNTIDE's advanced heat pump technologies. Delve into our energy-efficient and eco-friendly solutions tailored for diverse global markets.
How to Implement a Strategy: Transform Your Strategy with BSC Designer's Comp...Aleksey Savkin
The Strategy Implementation System offers a structured approach to translating stakeholder needs into actionable strategies using high-level and low-level scorecards. It involves stakeholder analysis, strategy decomposition, adoption of strategic frameworks like Balanced Scorecard or OKR, and alignment of goals, initiatives, and KPIs.
Key Components:
- Stakeholder Analysis
- Strategy Decomposition
- Adoption of Business Frameworks
- Goal Setting
- Initiatives and Action Plans
- KPIs and Performance Metrics
- Learning and Adaptation
- Alignment and Cascading of Scorecards
Benefits:
- Systematic strategy formulation and execution.
- Framework flexibility and automation.
- Enhanced alignment and strategic focus across the organization.
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Tastemy Pandit
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Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
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1. Adaptively Seeking Win-Win
Customer Relationships for the Digital Era
FairPay
Richard Reisman, Teleshuttle Corporation
fairpay [at] teleshuttle [dot] com
1Copyright 2015, Teleshuttle Corp, all rights reserved
Salesforce Briefing
2/11/16
2. Tomorrow’s Logic
”The greatest danger in times of turbulence is not the turbulence,
it is to act with yesterday's logic.“ --Peter Drucker
• FairPay -- a logic for tomorrow (…not a product)
• Reisman Background
– Pioneering digital services for people since 1960’s
• Diverse businesses and roles – B2B and B2C
• ~50 patents, licensed to >200 companies
– Steeped in disruption – business model crisis in content industries
– Saw a new way forward – simple concept – deep implications
– A whole new logic – centered on value propositions
– Changes the entire focus of customer relationships from price to value
• Mission – Change the world
– Save news, music, video, e-books, other industries – Create new value
– Work on a pro-bono basis with business and academic partners
on research, trials, and applications – seeking collaborators, evangelists
…and offer free consultation.
– Help: spread the word, test the concepts
(More information at FairPayZone.com)
2
3. Toward the Revolution…
• Extensive conceptual development, details online
• Extensive discussions with businesses
– Vendors (such as NYTimes, News Corp, Rhapsody, IBM, Verizon, and a leading market research
firm working with major newspapers) and industry experts
– Platform providers (such as Zuora)
• Key elements widely validated by behavioral
economics and emerging marketing theory
• Eminent academic collaborators to assist in trials
– Marco Bertini, Associate Professor and Department Chair, Marketing, at ESADE
(via Dan Ariely and Ayelet Gneezy) – HBR Blog, SSRN paper pending publication
– Adrian Payne, Professor of Marketing, University of New South Wales
Pennie Frow, Associate Professor, University of Sydney Business School
– Naples Forum on Service, Paper in preparation
– Heather Caruso, Director, Center for Decision Research, Booth School of Business, University
of Chicago (via Richard Thaler)
• Initial trials?
– Marketing research company with major newspaper, 1H16?
– Others?
3
4. A Thought Experiment
Imagine an all-knowing Economic “Demon”*
• Read buyers’ & sellers’ minds
to learn value-in-use, –in-context
• Know how used, liked, value obtained,
willingness/ability to pay
• Know economic “value surplus”
• Arbitrate fair sharing of surplus
Set personalized and fair prices
---
• Practice: Better strategies**
• Theory: Better insights
(*Like Maxwell’s Demon and Laplace’s Demon in physics)
(**Like B2B value/performance/outcomes-based pricing – need lightweight analog for B2C)
4
10. Monetizing Digital Offerings in Networked Markets
…A Radical Re-framing
• Dilemma: Pricing for information
– “Information wants to be free” (infinite replication)
– “Information also wants to be expensive” (creation)
• Answer: Re-think our value exchange process
– Not allocating scarce resources (no invisible hand)
– Still need to sustain producers
Balance value, ability to pay, cost, profit …How?...
10
11. Adaptive, Win-Win Value Propositions
• How?: Build value exchange relationships
– Exploit new power of computer-mediated relationships
• Co-operatively build relationships on perceived value
• Ongoing customer journeys with post-sale interaction
• Learn the right price for each customer …each time
– An invisible handshake …with each consumer
(a “repeated game” – win over multiple cycles)
Emergent approximation of economically ideal pricing
Share more value, with more customers - sustainably
Better business – profit, market reach, lifetime value
More value for society
11
12. Set Prices Are So Last Century!
(Taken for granted, but wrong!)
• Historically: Prices personalized
– Personal negotiation – human buyer and seller
– Personal contexts – needs, bargaining powers, relationships
– Communal norms – caring, fairness, …even generosity
• Mid-1800s: Price tags / institutions (department stores)
– Institutional sellers to mass market consumers
– Scalable – simple, operationally efficient
– Buyer take it or leave it exchange norms, bargain hunting
• E-commerce: Mass-personalization? 1:1?
– Why not price?
– End race to the bottom, commoditization – personalize a fair price for value
– How to do it effectively, efficiently???
(See Set-Price blog post)
12
13. The Long Tail of Price Sensitivity
Customers are not the same!
Customer experience is not the same!
(increasing price sensitivity)
• Green revenue: capped at set price
• Red head: lost surplus
• Amber tail: lost sales
…Dynamic and context-dependent
(see Long Tail blog post) 13
14. A digital “product”?
• Near-zero replication cost ( “Free”)
• Access, entitlements, usage
– Valued as an “experience good” – a service
– Not discrete, scarce “product”
– Personalized variations (items, time, intensity, volume, …)
– …all measurable – rich instrumentation in use – IoT Cloud
New data on value for each consumer (see data blog post)
• “Free” as a selling tool
– freemium, pay what you want, tipjars, trials …
Better: Embrace dynamic variability, control risk
14
15. Separate the Sale from the Price!
Post-Pricing
Why not price the experience after it is known?*
• Unlike typical up-front offers (Pay What You Want, etc.)
• Remove the consumer’s risk discount (or rejection)
• Signal supplier’s value and trust
_________
*= post-pricing = ex-post pricing = price in arrears = price as you exit = price it backwards
15
–Thanks to John Blossom,
Shore Communications
(ContentBlogger)
“Pay as You Exit: FairPay
Explores New Content
Pricing Discovery
Regimes”
– Watch the episode
16. Accept/buy/use
(before pricing)
(Buyer)
Set “fair” price
(after buy and use)
(Buyer)
Track price
(Seller)
Fair to seller???
(Seller)
Gated FP Offer
(Seller )
FairPay Dialog Cycle
Continuous journey of adaptation – a new balance of powers – a “repeated game”
Price it BackwardExtend it Forward
(after trial)(limit FairPay credit)
16
18. Seller Control and Predictability?
Frame/nudge/track
• Managed dialog – “choice architecture” – fully personalized
– Seller
• reports usage
• provides a suggested price personalized to that buyer’s usage
• frames the pricing rationale, and nudges with incentives (+, -)
– Buyer
• sets FairPay prices (as a differential from suggested price)
• states reasons for their differential (multiple choice)
– Seller
• evaluates fairness of reasons – reciprocal value proposition
• frames new offers – manages FairPay credit and incentives
• Nudge buyers toward suggested prices – as fair exchange
• Test/review value propositions, offers, framing, incentives
18
19. A new twist of the Invisible Hand
…Creating Shared Value over relationship – a repeated game
19(see Invisible Hand, Invisible Handshake, and Customer Journeys posts)
20. Aligning Price with Value
Pricing for the Co-Creation of Value
Intuitive blend of diverse factors, emerging over the relationship
From provider to consumer
– Value-in-use / experience / outcomes
– Other “soft” value
• Service / support
• Participation / listening / responsiveness
• Social values / “triple bottom line”
From consumer to provider
– Monetary payments
– Other currency -- “Consumer” as provider of value to “provider”
• Attention to ads / Personal data to exploit
• User-Generated Content
• Promotion / virality / leads
Can extend through the ecosystem value chain
– Designations of value share to creators/suppliers (vs. intermediaries)
20
21. Key Evidence and Enablers
• Behavioral Economics
– People are not heartless profit maximizers (eg: PWYW generosity)
– Traits: Fairness, reciprocity, altruism, self-image, acceptance, …
– Situations: Social/communal norms vs. economic/exchange norms
– Treat me as a patron, make me want to be a patron
• Computer-mediated dialog – Customer journeys
– Facilitate automated dialog about what I value, on what basis …and act on it
– Engage me as a patron, show you hear/understand me
• Big Data + IoT + Predictive analytics
– Use data to validate customer dialogs on value, incentivize honesty
– Customize offerings and how they are framed
– Show that you recognize and respect my desires as a patron
Adaptive, cooperative relationships
1. Nudge buyers toward fairness, perception of value, sharing value surplus
2. Foster social/communal norms (participation and dialog)
3. Segment based on fairness traits (social values) and value propositions
4. Motivate a repeated game that is win-win
21
22. FairPay can be tested, phased in
“Toe-in-the-water” examples for News Subscriptions
Acquisition =“Fuzzy Freemium”
Paywall balkers? – special limited usage “trial”
versions, tie-ins, gamification, membership
”club”
Retention (Saves) low usage, low price
Premium “club”/“patron” segments curated, early access/new releases, quality,
downloads/offline use, added features
Usage /style segments
Limited usage?
low/high usage, low/high cost,
song frequency, …
Content segments: Long-tail / genre indies, back-list, genres
Device segments phones, embedded systems
Family Plans “seats,” concurrent use
“Deserving” sellers compensation to artist/creator
Trials, sampling, coupons, specials limited offers
Special branding distinct from conventional
Acquisition =“Fuzzy Freemium”
(Revenue from day one)
versions, tie-ins, gamification, membership
”club”
Retention (Saves)
(Revenue recapture)
low usage, low price
Premium “club”/“patron” segments
(Eg: NY Times “Premier”/”Insider”)
curation, early access, journalist access,
archives, downloads/offline, extra features
Usage /style segments low/high usage, low/high cost, alerts acted
on…
Content segments: Long-tail / genre investigative journalism, analysis, financial
insight, sports insight, crosswords
Device segments phones, embedded systems
Family Plans “seats,” concurrent use
“Deserving” sellers compensation to journalists, field reporting
Trials, sampling, coupons, specials limited offers
Distinct branding separate from conventional offering 22
23. Platform and Database Opportunities
• Single vendor – internal process solutions
• Cross-vendor – added leverage, information
– Shared infrastructure and processes
= “Pricing as a Service” (PaaS)
– New: FairPay Fairness Reputation Database
• Across vendors and contexts (fairness ratings + details)
• Use like credit rating database (FairPay credit line)
• Detailed value perception and willingness to pay data
Database asset, first mover advantage
• Interest by potential platform vendors (Zuora)
– Plug-ins / SaaS
23
24. A New Cloud of Value
• Emerging: Implicit signals of value.
– Draw from conventional IoT data
(“E-Books are Reading You” example)
• New: Explicit expressions of value.
– New, generate from FairPay dialogs about value
– Validate consistency with implicit signals
Adaptively win-win customer journeys
24
25. Change the Game with FairPay!
From invisible hand to invisible handshake
25
• From: set prices
shop for lowest price commoditization
• To: FairPay participative value exchange
shop for value, relationship engagement, loyalty
• Analogous to tipping
– Easy, intuitive, with rich multi-dimensional nuance
– Happily pay more than you “need,” often generously
– Free is an option, not a price
• Delight your customers, give them pricing freedom,
focus on value, gain their loyalty
– Treat me as a patron; make me want to be a patron
– Engage me as a patron; show that you understand what I care about
Emergent strategy
Pricing “legitimacy”
Higher profits + deeper market penetration (+ad $)
(See Handshake post)
26. Value-Based Pricing
for Consumer Markets!
• Prices based on actual performance/outcomes
• Proven effective in big-ticket B2B markets*
– Win-win: Buyer and seller agree to share in the
actual “value surplus”
– High economic efficiency
– But: high pricing cost for custom analysis
• FairPay: a simplified, intuitive, automated
analog for mass consumer markets
*See this 2014 HBR article, and this 2002 HBS article.
26
Advanced Economics:
27. Usage/Value Pricing - Buyer-friendly
• Deadweight loss of “all you can eat”
unlimited subscriptions (See deadweight blog post)
• Soften the “ticking meter” / no shocking usage bill
• Price considering usage, but…
– Buyer decides, factors in:
• Usage history
• Volume discounts
(…with seller guidance)
– Soften the extremes – average out
Price tracks to value (with affordability)
Warm and fuzzy, good feelings
27
Advanced Economics:
28. Price Discrimination - Buyer-accepted
Economic optimum: price tracks to value
• Buyer “self-discrimination” Legitimacy
• Engages buyers – a rewarding process,
centered on personalized value propositions
• Infinite segmentation, in all dimensions
– Context, ability-to-pay, usage, time, devices, users, …
…Price discrimination can be good!
28
Advanced Economics:
29. Thank You
Call to Action
• Questions?
• Strategic cooperation?
• Spread the word…
leads to content/service vendors, platforms
• FairPayZone.com – Extensive information
• E-mail Reisman: fairpay [at] teleshuttle [dot] com
----------
Additional Commentary Follows…
29
31. Product / Service Category Examples
• Anything with low marginal cost
– Long-tail / low-demand products (expand market / gain revenue)
– Short-head / high-demand products (expand market / gain revenue)
• Digital content / products /services (by item or by subscription)
– News / information / magazines
– Music
– Video
– Games
– E-Books
– Apps / Software
– Other Digital Services
• Real products /services (especially experience goods)
– Low marginal cost (primary product or extras/support)
– Sampling / trials /coupons (eg: Groupon)
– Perishable excess (eg: hotels, transport, performances)
– Costly goods with a minimum price floor + FairPay bonus
31
32. Engage Customers in Real Dialog
Real-time, Real-life “Market Research”
• Dynamic pricing and value discovery
– Real willingness to pay
– Specific to actual product/buyer/context/usage
– New kinds of Big Data on value, at a micro level
• Ongoing “trials” of mutual value discovery
• Focused, flexible value propositions
– Match to customer perceptions, specific contexts, times
– Sell value: a positive experience (not focus on price)
– Build a relationship - get not just customers, but patrons
32
33. A Flexible, Extensible Architecture
• Coexist with conventional pricing (segment by fairness)
• Tunable parameters (choice architectures)
– Gating, nudging, warning, dispute-resolution
– Up-selling, down-grading
– Liberal or tight control
• Analogs of conventional methods, plus new ones,
in any combination
– Freemium, Paywalls (metered/soft)
– Tiers, segments, dynamic/usage pricing
– Custom mix of customer revenue and advertising
– Phasing: Survey mode, Simple Pay What You Want
– …
33
34. Phasing in…
• Can limit to a contained niche offering
• Can build and apply in incremental stages
1. Free survey mode
(free, for value feedback only – no fairness gating process)
2. Simple Pay What You Want + Post-Pricing
(pricing unrestricted by fairness – no fairness gating process)
(post-pricing “as you exit” makes PWYW more meaningful)
3. Full FairPay
(“gated” by fairness, by seller – most of the cost/complexity)
34